Management change

2.
Definition of Change Management
Managing the process of implementing major
changes in IT, business processes, organizational
structures, and job assignments to reduce the risks
and costs of change, and to optimize its benefits.

3.
Introduction:
Washington state university at Vancouver is a
branch campus that was ten years old in 1999. It
offers division and graduate level program. In
spring 1995 dean’s of faculty for improvement of
customer service response and increase of system
support for faculty decided to integrate system of
campus library, information technology and
educational video conferencing.
Parts of task force: dean’s cabinet, the faculty, the
information technology department and library.

4.
Introduction:
The campus library, the information
technology and the educational video
conferencing departments should be merged
into one division directed by the campus
librarian who had previous experience with
an integrated academic information services
environment

5.
Change management model
For this organization reference didn’t mention that
which kind of model they used but I think we
could implement steps of VIS’s( Vancouver
information system) change in Prosci’ ADKAR
model it has five step as follow:
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement

6.
Awareness
1.understand needs for change: In spring1995 the campus dean convened
a task force to study the delivery of computing services at the campus. He
found that there is a gap in system so it is a good reason for change.
2. understand nature of the change: for this project it is better that we
know objectives of this change. VIS listed them as follow:
To improve the customer service response of the information
technology group.
To organize effective system support for technology dependent campus
library operation.
To build a creative, co-operative culture within VIS in order to work
with faculty on adapting the use of multimedia in the academic
curriculum.

7.
Desire:
1. Support the change: VIS began its existence by adopting a
group process model for share decision making. By using
the nominal group process, which involved brainstorming
and voting on priorities, VIS staff members felt in control
of their destinies. Everyone was encouraged on think
creatively about program and that the integrated division
could undertake while still continuing to champion their
own profession, the support of campus’s dean’s was
essential and every body trusted on his judgment .
2. Participate and engage: VIS allowing to employees to start
with which change that they are more comfortable: in

8.
Desire:
WUV managers teamed up most complementary staff together and the
aim was to have group of staff that participate in solving problem in a
professional principle. This approach helps employees to develop their
idea and for team work.
VIS showed to staff that managers are also new in this area and it is
normal if they are confused. At first every one reject changes and they
are worry about their ability to adaption with new changes in roles,
technology and relation. VIS knew that someone in VIS had such a
experience so it helps them to be situated at the terminus of Oregon
trail.

9.
Knowledge:
• 1. How to change: They provided
instructional program which offered
frequently, short, free classes co-taught by
approachable teachers and capable
technologist, and note that every thing
must not implement in the first time , this
ensure staff that they are able to work in
new situation.

10.
Knowledge:
2. Implement new skill and behaviors: First finding
what is the biggest need and being patient to
implement changes in organization: for WUV
Vancouver information system VIS find that the
campus’s biggest need is skill training for
computer and library. They provided instructional
program which offered frequently, short, free
classes co-taught by approachable teachers and
capable technologist, and note that every thing
must not implement in the first time

11.
Ability :
• 1.Implementation of changes: In autumn semester
three departments integrated their services as
follow:
• Office work station maintenance, email
management, database creation and support, audio
visual services, LAN administration, liaison with
the main campus IT department, technical
assistance for professors using new technologies,
staffing a computing laboratory for student use,

13.
Reinforcement:
1. Sustain the change: VIS show to staff that managers are
also new in this area and it is normal if they are confused.
At first every one reject changes and they are worry
about their ability to adaption with new changes in roles,
technology and relation. VIS knew that someone in VIS
had such a experience so it helps them to be situated at
the terminus of Oregon trail.
2. Build a culture and competence around change: building
a culture for accepting change is one of the hardest part
because we can implement technology change much
more easier than changing culture of organization for this
step VIS had some strategies as follow:

14.
Reinforcement( build a culture
and competence around change):
• 1. finding who can work with who and put
them in one group. All employees are
human and we can not put them in one
group without considering about confliction
of personalities and philosophies. VIS pair
technologist and librarians together to
sharing knowledge both of them have
valuable skill and can learn from each
others.

15.
Reinforcement( build a culture
and competence around change):
• 2. Communicating much more:
collaborating outside of department is very
useful. VIS offered a lot of workshop and
the attendances are student, staff and faculty
member. All of attendances has this chance
to teach others on technology or software
techniques. This helps to share knowledge
and experience.

16.
Reinforcement( build a culture
and competence around change):
• 3. Motivating staff: VIS started a newsletter
at the beginning of integration, this shows
to staffs and members that their corporation
is valuable and it informs clients about
changes.

17.
Achievements:
1.
After 4 years working together team members have learned to
differentiate personality difference form professional difference.
2.
They can find similarity between their activities for maintenance of
system.
3.
IT staff found that with use of system they can keep computing
agenda vital under supervision of librarian and the director felt that
these tow group can teach each other’s professional priorities.
4.
And the original difficulties within the IT group, begrudging service
response and uncomfortable professional jealousies( luck of
knowledge sharing culture) and within librarian irrelative pressure
for speed up response time and professional superiority complex
toward their collaborators, completely have been muted.